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GOV ERNMENT
INTERIM REPORT:
TRANSIT CO-CRDINATING COMMITTEE
REGICNAL TRANSIT
ASSUMPTION STUDY
Regional Municipality of Homilton-Wentworth
November |}, 1974,
Digitized by the Internet Archive
In 2023 with funding from
Hamilton Public Library
https://archive.org/details/regionaltransita0Ounse
November |, 1974,
Members of Council:
The Transit Co-ordinating Committee herein presents an interim report to provide
background information to the various resolutions presented in its Sixth and Seventh
Reports to Council.
Respectfully submitted,
(Mrs.) Anne H, Jones, Chairman,
Transit Co-ordinating Committee.
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44
REGIONAL MUNICIPALITY OF HAMILTON=WENTWORTH
REGIONAL TRANSIT ASSUMPTION STUDY
Table of Contents
Task 4 = Identify and examine alternative methods of distributing transit service
Geficits to the various municipalities within the Region and where appropriate,
in other Regions.
Technical Committee Report,
Addendum,
Schedule | - Apportionment of 1973 Deficits on Basis of Equalized
Assessment and Revenue Miles.
Schedule JA - Apportionment of 1973 Deficits on basis of equalized
assessment and revenue miles assuming net costs of reduced fares and
passes to special groups are allocated to the area municipalities benefitting.
Schedule IB = Apportionment of 1973 deficits on basis of equalized assessment
and revenue miles assuming net costs of reduced fares and passes to senior
citizens are allocated to the area municipalities benefitting.
Schedule [A= Comparison of bases = amounts based on 1973 expenditures
Regional Transit Service Deficits,
Schedule IIB - Comparison of bases = amounts based on 1973 expenditures
Total Transit Service Deficits,
Schedule II] = Projection of costs Regional Transit only 1974-1978
apportioned on basis of equalized assessment and revenue miles.
Task 6 = Identify and examine the present and alternative organizational
and reporting structures within the Region in order to effectively administer
the Transit Service when the Region assumes this responsibility.
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REGIONAL MUNICIPALITY OF HAMILTON-WENTWORTH
REGIONAL TRANSIT ASSUMPTION STUDY
TASK 4
"Identify and examine alternative methods of distributing transit service defi-
a various municipalities within the Region and where appropriate, in other
INTRODUCTION
This task is broken down into the following items:
ak Identification of Deficits
age Criteria for judging basis of apportionment
MLE Basis of Apportionment
lV Urban Transit Area
Vv Other (Rural) Routes
VL Summary
Schedules
A Basis of Apportionment - Evaluation
B Urban Transit Area - Description
C Regional - Equalized Assessment and Population
D Revenue Miles
E Urban Transit Area - Equalized Assessment
F Basis of Apportionment - Comparison
G Effect of 25¢ Flat Rate Adult Fare
i IDENTIFICATION OF DEFICITS
The identification of the deficits applicable to the Region is complicated by
the utilization of the Canada Coach Lines to provide Regional Transit Service as well
as Inter Region Transit Service.
A deficit occurs on some Inter Region routes despite rising fares. These defi-
cits are not eligible for Provincial subsidy nor do the capital expenditures qualify
for the 75% assistance from the Province.
These Inter Regional Transit Services properly belong at the Provincial level
of government. The formation of the Toronto Area Transit Operating Authority (TATOA)
and the consideration of a similar organization for the Hamilton-Wentworth Region
emphasizes the trend towards the Province accepting responsibility for Inter Region
Transit Service.
The Province should be responsible for Inter Region Routes. Deficits in
respect of Inter Region Transit Service should not fall on the property taxpayers
of this Region.
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It is suggested that negotiations should commence with the Province with a view to the
Province assuming initially responsibility for 100% of the deficit incurred on the lnter-Rogfonal
Transit Scrvice,.
It seems logical that one body should be responsible for all Regional Routes. Because
of working agreements it is not appropriate at the present time for the Haiuilton Street Railway
to physically take over the Regional Routes presently operated by Canada Coach Lines.
It is therefore suggested that the Hamilton Street Railway undertake to reimburse the
Canada Coach Lines for the operating deficits applicable to those routes that start and finish
within the Region.
The Hamilton Street Railway also operates an Inter Region Route. This is the route that
runs to Burlington. The deficit on this route should not fall on any individual municipality
within the Region. It is therefore suggested that the Canada Coach Lines should assume the
responsibility for this deficit by reimbursing the Hamilton Street Railway.
The remaining deficits of Canada Coach Lines and the deficit of the Hamilton Street
Railway Burlington Route would constitute the cost of Inter Region Transit Service. This
deficit should not be the responsibility of any specific area municipality. It is therefore
suggested that until the Province assumes 100% of the deficits of Inter Region Transit Services,
that these deficits are charged to all the taxpayers of the Region as part of the general levy.
If these proposals are accepted then the remaining deficit of the Hamilton Street Railway
would constitute the cost to the Property taxpayer of the Regional Transit System.
Deficits of individual routes are estimated by apportioning average running costs over
route miles and then applying specific revenues to that expenditure.
It is not necessarily equitable to ascribe a route deficit to the specific area municipality
through which the route runs because all routes outside the City service at least two area
municipalities.
The methods used to allocate deficits in Task 2 illustrate the complications involved. In
that paper, costs were allocated on route miles. Revenues of each route were estimated which
gave a route deficit. These deficits were then allocated on the basis of passenger residence.
The identification of deficits is arbitrary and the basis of apportionment of that deficit will
also be arbitrary.
1] CRITERIA FOR JUDGING BASIS OF APPORTIONMENT
ee EER NMENT
There are many bases of apportioning deficits of transit systems. The identification of
the Criteria for judging the various bases of apportionment is extremely important. It permits
the objective evaluation of the many bases available.
The following criteria are suggested for consideration and each is explained subsequently:
(a) Generally understood and acceptable
(b) Easily determined
(c) Flexible
(d) Reflect the service available.
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(e) Not encourage demand for uneconomical service
(f) Permit area municipalities input
(g) Permit area municipalities internal taxing options.
Generally Understood and Acceptable
The bases used have to be explained to the general public. They must not be too
obscure or too technical. If standards are used they should be those generally accepted
within the transit industry. It is desirable that the bases should have been utilized in
other areas or for other services.
Easily Determined
Most bases of apportionment have to be calculated. Special records, studies and
surveys should be avoided if possible. They are expensive and time consuming.
Flexible.
The Region is not static, it is developing and changing. The demand for increases in
quality and quantity of service is continuous. The resources available to meet costs
also change, the basis of apportionment should be flexible enough to accommodate
changing conditions over a number of years.
Reflect the Service available
It is extremely difficult to persuade taxpayers to pay for service that is not available
to them. It is not proposed that a direct correlation should exist, merely that
increased service should to some extent be reflected in the bases of apportionment
selected.
Not encourage demand for uneconomical service
If a basis of apportionment is established so that regardless of the service available that
apporticnment will be fixed, taxpayers will demand that service be made available to
them. The basis selected should permit some contribution to necessary but uneconomical
services but should also roflect some increased burden.
Permit Area Municipalities Input
The basis of apportionment is subject to acceptance by Regional Council. The basis
selected should permit the representatives of the taxpayers in each area municipality
some degree of control over the total burden placed on those taxpayers, but not at the
expense of all other taxpayers in the Region.
Permit Area Municipalities Internal Taxing Options.
Most Area Municipalities will charge the costs of transit to their property taxpayers
as part of the General Levy. This may not be the wish of all municipalities because
of their different geographic composition. It is therefore suggested that the bas’s
selected should permit area municipalities, if they so wish, to levy onbenefiting
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111 BASIS OF APPORTIONMENT
The deficits of operating the Regional transit system can be apportioned using a number
of bases, and these fall into three main groups:
(a) Services Available
e.g. Revenue or Passenger/miles
or Residence of passenger
(b) Cost of Service
e.g. deficits on actual routes
(c) Other Factors
e.g. equalized assessment
or population.
Schedule A evaluates each of these bases in detail against the proposed criteria.
lt can be seen from this Schedule that all these bases have serious deficiencies.
Therefore, it is necessary to investigate other bases. In Ottawa-Carleton, the only other
Region operating transit which has the same Urban/Rural characteristics as this Region, they
partially utilize an “Urban Transit Area to apportion costs.
1V sO URBAN TRANSIT AREA
Urban Transit Area is defined as that area that has transit service available at an
acceptable level. Costs are apportioned to each area municipality within the Urban Transit
Area on the basis of the assessment of the area having the service available only.
The area municipality at its option may tax the benefiting owners or levy as part of
the General Levy. The method is similar to area rating for sewer, fire or water services.
Most developing municipalities have utilized area rating at some time.
The area to be designated as being with the Urban Transit Area would be subject to
discussions and input from each area municipality.
The major difficulty is the establishment of acceptable levels of service. For the
purposes of this paper only, a level of service of at least ten trips per day has been used,
with the area serviced being considered as that within amile of a route that has at least ten one
way trips per day, This distance is utilized in the transit industry and is generally acceptable.
The maps illustrate the "Urban Service Area " that would meet this definition.
For determination of assessment to be included it may be necessary to define the areas
slightly broader than those strickly within the above definition.
Schedule B indicates possible descriptions cf the Urban Transit Area.
A standard fare policy should be considered within the Urban Transit Area. (e.9. The
xbontion of the 25¢ flat fare and the abolition of the inter route transfers, the costs of this
ars illustrated in Schedule G).
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This could be extended to the Canada Coach Lines routes that serve the Urban Transit
Area with the Hamilton Street Railway reimbursing the Canada Coach Lines for the difference
between the standard fare and the established economical fare on Inter Regional Routes for
travel within the Urban Transit Area only. This is similar to the situation that exists between
the City and the Hamilton Street Railway at the present time.
An indication of the cost of such a policy is given in Schedule G,
This basis of apportionment would meet all the criteria proposed:
(a) Generally understood and acceptable
This method of apportionment is widely used for other services in municipalities
and has been used in Ottawa-Carleton for transit.
(b) Easily determined
— =
Providing the creas are clearly defined, no problems should be experienced in
ascertaining the assessment. No special records would be required.
(c) Flexible
The basis of apportionment would expand with additional routes or increased
assessment.
(d) Reflects Service Available
This service available is an established minimum. The actual assessments used
in apportioning costs are those directly served.
(ce) Not Encourage Demand for Uneconomical Services
Any uneconomical services would be discontinued leading to a reduction in
apportionment.
(f) Permit Area Municipalities Input
Area Municipalities would be consulted on the establishment of the actual Urban
Transit Areas, routes and level of service. Once the routes are agreed, the
costs to that municipality follow automatically.
(g) Permit Area Municipalities Internal Taxing Options.
Area Municipalities may tax benefiting taxpayers if they so wish.
It is not suggested that al! services provided should fall within the Urban Transit Area. Some
routes ore infrequently served or cover very sparse areas, these should be considered
separately .
V OTHER (RURAL) ROUTES
The degree of service suggested for the Urban Transit Areas is not necessarily
desirable or applicable to the whole Region.
It is particularly inappropriate where a municipality is sparsely populated and there
is a substantial route mileage and a very infrequent service.
In these cases it is suggested that the area municipality concerned could enter into an
agreement with the Region to provide a service and for that municipality to meet the net
deficit (after provincial subsidy).
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It isemphasized that when the service exceeds the minimum (10 one way trips per day)
then the area served subject to special considerations should be included in the Urban Transit
Area.
Outside the Urban Transit Area an area municipality could exercise some options over
the fare charged.
Because only a few routes would be involved, it is not anticipated that excessive
record keeping would be necessary for those routes outside the Urban Transit Area.
VI SUMMARY
This paper suggests the following for consideration:
1. The funding of the Regional Transit Service through one operating body (e.g. Hamilton
Street Railway).
2. Commencement of negotiations with the Province for them to assume the costs of Inter
Regional Transit Services in line with the trend being followed within TATOA.
3. The Deficit of Canada Coach Lines in respect of Inter Regional Routes to form part of
the general levy of the Region until it is met 100% by the Province.
4, The establishment of an Urban Transit Area with the active involvement of all area
municipalities.
5. The apportionment of the deficits of the Regional Transit system on the basis of the
equalized assessment within the Urban Transit Area except for Item 6 below.
6. Agreements between the Region and some area municipalities for the direct payment of
the deficits incurred on some routes that do not receive a high level of service.
7. Some area municipalities obtaining an option to tax benefiting property owners for
transit services.
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SCHEDULE A
REGIONAL MUNICIPALITY OF HAMILTON-WENTWORTH
REGIONAL TRANSIT ASSUMPTION STUDY
BASIS OF APPORTIONMENT-EVALUATION
(a) SERVICES RECEIVED
(i) REVENUE MILES
CRITERIA MET:
(a) Generally understood and acceptable
(b) Easily determined some special records may be required)
(c) Flexible
(d) Reflects the service available (but not necessarily utilized)
(e) Not encourage demand for uneconomical services
CRITERA NOT MET:
(f) Permit area municipalities input.
The area municipalities would not automatically be consulted
prior to routes being established.
(g) Permit Area municipalities internal taxing options
Not possible under this basis.
(ji) RESIDENCE OF PASSENGER
CRITERIA MET:
(a) Generally understood and acceptable
(c) Flexible
(d) Reflect the service available
Reflects usage of service not the extent of routes.
CRITERIA NOT MET:
(b) Easily determined
It would be most difficult to establish the initial apportionments
and expensive and time consuming to update the data.
(e) Not encourage demand for uneconomical services
The most used, therefore most economical routes are penalized
since the greater the use the greater the cost allocation.
(f) Permit area municipalities input
The area municipalities would not automatically be consulted prior
to routes being established.
(g) Permit area municipalities internal taxing options.
Not possible under this basis.
.
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SCHEDULE A
REGIONAL MUNICIPALITY OF HAMILTON-WENTWORTH
REGIONAL TRANSIT ASSUMPTION STUDY
BASIS OF APPORTIONMENT-EVALUATION
(c) OTHER FACTORS
(ji) | POPULATION
CRITERIA MET:
(a) | Generally understood and acceptable
(b) Easily determined
CRITERIA NOT MET:
(c) Flexible
os Does not change with increased services
(d) Reflects the service available.
Does not reflect service available.
(e) Not encourage demand for uneconomical services.
Because apportionment will not change with increased demand,
demands for services will constantly increase.
(f) Permit area municipalities input
Municipalities would not be consulted as basis is pre-determined.
(g) Permit area municipalities internal taxing options
No basis would be available to internally rate against benefiting
taxpayers.
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SCHEDULE A
REGIONAL MUNICIPALITY OF HAMILTON-WENTWORTH
REGIONAL TRANSIT ASSUMPTION STUDY
BASIS OF APPORTIONMENT -EVALUATION
(b) COSTS OF SERVICE
(i) DEFICITS ON ACTUAL ROUTES
CRITERIA MET:
(a) Generally understood and acceptable
(c) Flexible
(d) Reflects the service available
(e) Not encourage demand for uneconomical services.
CRITERIA NOT MET:
(b) Easily determined.
It is time consuming to calculate deficits on individual routes.
(f) Permit area municipalities input
The area municipalities would not automatically be consulted
prior to routes being established.
(g) Permit area municipalities internal taxing options
Not possible under this basis.
(c) OTHER FACTORS
(ii) EQUALIZED ASSESSMENT
CRITERIA MET:
(a) Generally understood and acceptable
(b) Easily determined
CRITERIA NOT MET:
(c) Flexible
Does not change with increased services
(d) Reflects the service available
Does not reflect service available.
e) Not encourage demand for uneconomical services
Because apportionment will not change with increased demand,
demands for services will constantly increase.
(f) Permit area municipalities input.
Municipalities would not be consulted as basis is pre~determined.
(g) Permit area municipalities internal taxing options
No basis would be available to internally rate against benefiting
taxpayers.
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SCHEDULE A
REGIONAL MUNICIPALITY OF HAMILTON-WENTWORTH
REGIONAL TRANSIT ASSUMPTION STUDY
BASIS OF APPORTIONMENT-EVALUATION
(a) SERVICES RECEIVED
(iii) PASSENGER MILES
CRITERIA MET:
(a) Generally understood and acceptable
(c) Flexible
(d) Reflects the service available.
CRITERIA NOT MET:
(b) Easily determined
Continuous sampling of passengers required on all routes.
e) Not encourage demand for uneconomical services
The most used, therefore most economical routes are penalized
since the greater the use the greater the cost allocation.
(f) Permit area municipalities input.
The area municipalities would not automatically be consulted
prior to routes being established.
(g) Permit area municipalities internal taxing options
Not possible under this basis.
SCHEDULE 8B
REGIONAL MUNICIPALITY OF HAMILTON-WENTWORTH
REGIONAL TRANSIT ASSUMPTION STUDY
URBAN TRANSIT AREA - DESCRIPTION
CITY OF HAMILTON
The whole area.
TOWN OF ANCASTER
Those parts of the Town located within 4 mile of the following roads:
#53 Highway, Fiddlers Green Road, Wilson Street (#2 Highway), Valleyview
Drive (between Taylor Rd. and Wilson St.), Taylor Road (between Valleyview
Drive and Orchard Drive), Orchard Drive , (betwean Taylor Road and Wilson
St.), Rosseau Street, Mohawk Road, Cayuga Avenue (between Mohawk Road
and Hiawatha Blvd.), Hiawatha Boulevard (between Cayuga Ave. and Algonquin
Ave.), Algonquin Avenue (between Hiawatha Blvd. and Mohawk Road).
TOWN OF STONEY CREEK
That portion of Stoney Creek lying north of the escarpment excluding the
following -
1) The land situated between the Q.E.W. and the CNR Railroad tracks
from the City of Hamilton boundary to 4 mile west of Winona Road.
2) The land below the escarpment east of Fifty Road.
3) The land situated between Royce Avenue and the escarpment.
TOWN OF DUNDAS
The area within 4 mile of Highway No. 8.
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SCHEDULE C
REGIONAL MUNICIPALITY OF HAMILTON-WENTWORTH
REGIONAL TRANSIT ASSUMPTION STUDY
EQUALIZED ASSESSMENT AND POPULATION
EQUALIZED ASSESSMENT $ %
ANCASTER 121, 353, 935. 3.331
DUNDAS 154,836,013. 4.250
FLAMBOROUGH 187,848, 680. 5.157
GLANBROOK | 78, 274,681. 2.149
HAMILTON | 2,833,490, 499. 77.785
STONEY CREEK 266, 933,099. 7.328
3, 642,736,907. 100.000
POPULATION # %
ANCASTER 14, 683 3.640
DUNDAS 18,697 4.635
FLAMBOROUGH 22,065 5.470
GLANBROOK 10,028 2.486
HAMILTON 309, 038 76.609
STONEY CREEK 28, 885 7.160
403,396
100.000
7
SCHEDULE D
REGIONAL MUNICIPALITY OF HAMILTON-WENTWORTH
REGIONAL TRANSIT ASSUMPTION STUDY
. REVENUE MILES (REGIONAL ROUTES ONLY)
Hamilton Street Canada Coach Total % Allocation
Railway Lines * Miles Total Within Region
Ancaster 11,336 52,000 63,336 2750 .810
Dundas 191, 367 191,367 2.265 2.448
Flamborough 24,650 24,650 1292 RC he)
Glanbrook 7,042 7,042 .083 070
Hamilton 7,29), 205 7291, 205 86.286 9352/2
Stoney Creek 714 168,065 239,579 2.834 3.065
7,565,422 251 757 7,817,179 92510 100.000
Other 613, 225 19,650 632,875 7.490
8,178,647 271, 407 8,450,054 100.000 100.000
- . Waterdown
1
2. Lynden
3. Binbrook
4. Stoney Creek (Hamilton to Stoney Cree!
(Hamilton to Winona)
5. Ancaster (Hamilton to Ancaster)
Figures include the following routes only:
Definition and allocation of Revenue Miles
Those miles that are travelled by a vehicle with the intention of picking up or
putting down passengers.
All routes except express and semi-express are apportioned on the basis of Revenue
miles actually travelled in a municipality except where a route runs in close proximity
to a municipal boundary. In which case, the Revenue miles are apportioned 50/50 to
each municipality for that part of the route that runs along the boundary.
The Revenue miles on express and semi-express routes are allocated to the urban centre
or centres served outside the city core.
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SCHEDULE E
REGIONAL MUNICIPALITY OF HAMILTON-WENTWORTH
REGIONAL TRANSIT ASSUMPTION STUDY
URBAN TRANSIT AREA - EQUALISED ASSESSMENT
EQUALISED
ASSESSMENT %
City of Hamilton Reece 499 90.782
Town of Ancaster 54,198,175 1.736
Town of Stoney Creek 186,823,531 5.986
Town of Dundas 46,694,757 1.496
$3,121, 206,962 100.000
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Dundas
Flamborough
Glanbrook
Hamilton
Stoney Creek
SCHEDULE F
REGIONAL MUNICIPALITY OF HAMILTON-WENTWORTH
REGIONAL TRANSIT ASSUMPTION STUDY
BASIS OF APPORTIONMENT - COMPARISON
REGIONAL URBAN TRANSIT
EQUALIZED REVENUE AREA EQUALIZED
ASSESSMENT POPULATION MILES ASSESSMENT
% % % %
3.33] 3.640 810 13730
4,250 4.635 2.448 1.496
Set57 5.470 - Ps Be)
2.149 2.486 .090
714783 76.609 ec Wa A? 90.782
7.328 7.160 3.065 5.986
100.000 100.000 100.000 100.000
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SCHEDULE F(1) revised
REGIONAL MUNICIPALITY OF HAMILTON=WENTWORTH
REGIONAL TRANSIT ASSUMPTION STUDY
COMPARISON OF BASES = AMOUNTS BASED ON 1973 EXPENDITURES
Inter Regional
Service Deficits Regional _.. Transit Service Deficits
Regional Regional Population Revenue Urban Transit
Equalized Equalized Miles Area Proposals
Assessment Assessment (See Note 4)
Ancaster S45 325. S a Dar olen oe e596, $. 12,59740 3 26,827.
Dundas bid 2, 66,080. 72,066. 38,062. oy bles
Flamborough 8,241. 80,183. 85,049. 4,898. 6,802.
Glanbrook 3,434. 30,4136 38,653. Lo9?. 27702.
Hamilton 124,301. lp 209,425. byl9),VA0. 1,490,221. 1,402,878.
Stoney Creek LZ 10, 113,938. 141,326. 47,656. 92,503.
$159,801. $1,554,830. $1,554,830. $1,554,830. $1,554,830.
NOTES:
te
by
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Lee)
For all bases the net deficit on Inter Regional Services is apportioned on the basis of
Regional equalized assessment.
The schedule has been prepared on the basis of a 50% provincial subsidy because in
1974 and subsequent years the Province will meet 50% of the net deficits. In 1973
the City actually received $1,140,100. subsidy.
The estimated deficit of the whole system for 1974 is $4.2 million ($2.2 million after
Provincial subsidy).
Possible service agreements costs have been included for Flamborough (Waterdown and
Lynden routes) and Glanbrook (Binbrook routes).
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SCHEDULE G
REGIONAL MUNICIPALITY OF HAMILTON-WENTWORTH
REGIONAL TRANSIT ASSUMPTION STUDY
STATEMENT OF ESTIMATED INCREASE TO DEFICIT GENERATED
FROM 25¢ FLAT RATE ADULT FARE THROUGHOUT THE REGION
Hamilton Street Railway Canada Coach Lines Total
Hamilton to Ancaster $ 1,500. $ 23,000. $ 24,500.
(Ancaster to Hamilton)
Hamilton to Dundas 59,000. 59,000.
(Dundas to Hamilton)
Hamilton to Flamborough 34,700. 34,700.
(Flamborough to Hamilton)
Hamilton to Glanbrook 16,300. 16,300.
(Glanbrook to Hamilton)
Hamilton to Stoney Creek 500. 67,000. 67,500.
(Stoney Creek to Hamilton)
Estimated Increase to 1973 Deficit $202,000.
Assumption ~ Ridership based on ticket revenue at 4 for $1.00
- No estimate is included for revenue lost on transfers between
these routes and Hamilton Street Railway routes where a second
fare is now payable.
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INTRODUCTION
THE REGIONAL MUNICIPALITY OF HAMILTON-WENTWORTH
REGIONAL TRANSIT ASSUMPTION STUDY
TASK 4 - ADDENDUM
Following the presentation of the Technical Paper on Task 4, the Transit
Co-ordinating Committee at its meeting of September 24, 1974 requested
"that the Technical Transit Committee prepare cost estimates and
recommendations based on the following apportionment and changes:
That the “Transit Service Area" be defined as the entire Region.
That the Province subsidize the transit deficit within the Transit
Service Area by 502.
That 25% of the deficit be apportioned to all area municipalities on
the basis of equalized assessment.
That 25% of the deficit be apportioned to all area municipalities on the
basis of the revenue miles received by each respective area municipality."
The Technical Paper dealing with Task 4, sets out the evaluation of the
individual basis of apportionment including ''Revenue Miles" and ''Regional
Equalized Assessment" and should be referred to in conjunction with this report.
The following additional points are set out for consideration:
ie ESTABLISHMENT OF WHOLE REGION AS AN URBAN TRANSIT AREA
(a)
(b)
Specific criteria relating to service would be difficult to
substantiate in the event of an appeal to O.M.B., but it could
be defended on the basis of the benefits to the whole Region
of a modern integrated transit service.
It is suggested that the Urban Transit Area be designated as
soon as possible so that appeals may be heard as quickly as
possible and the Regional taxing process is not delayed and
late tax billing is avoided.
2s CALCULATION OF "REVENUE MILES"
(a)
The definition of "Revenue Miles' originally suggested, was
based on the assumption that all mileage run to an urban centre
outside the City of Hamilton, would be charged to the area
municipality containing the urban centre and no charge would be
made to the City for mileage travelled through the City. This
is justified because of the "partial closed door" policy on the
semi express routes (e.g. Ancaster, Dundas and Stoney Creek).
The passengers on these routes are also required to pay a premium
fare for the service.
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(b)
(c)
Oke
The base to be used must be established prior to the time for
the Regional levy and substantially earlier if appeal of the
apportionment is likely. It is suggested that a review process
be established that will agree the calculations of ''Revenue
Miles" on the basis of the operating by-law as early in each year
as possible. A committee of the Treasurers is utilized for this
purpose in Ottawa-Carleton and it is suggested that a similar
committee be established.
Some additional records may be required by the Hamilton Street
Railway and Canada Coach Lines. It is suggested that it be a
requirement that the officials of the Hamilton Street Railway and
Canada Coach Lines be required to prepare the necessary records
and information for submission to the Committee of Treasurers.
35 INTER REGIONAL TRANSIT ROUTE DEFICITS
(a)
The resolution does not deal specifically with Inter Regional
Transit Deficits. It is suggested that the proposals contained
in the Technical Paper-on Task 4 for the treatment of Inter
Regional transit deficits (apportioned on basis of Regional
Equalized Assessment) be adopted and that the officials of
Hamilton Street Railway and the Canada Coach Lines be requested
to maintain the necessary records.
Schedule I shows the effect on each Area Municipality of apportioning
the 1973 Deficit assuming a 50% Provincial subsidy.
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SCHEDULE I(a)
REGIONAL MUNICIPALITY OF HAMILTON-WENTWORTH
REGIONAL TRANSIT ASSUMPTION STUDY
APPORTIONMENT OF 1973 DEFICITS ON BASIS OF EQUALIZED ASSESSMENT
AND REVENUE MILES ASSUMING NET COSTS OF REDUCED FARES AND PASSES
TO SPECIAL GROUPS ARE ALLOCATED TO THE AREA MUNICIPALITIES BENEFITTING
Regional Transit Net Cost of
Service Special Fares Total
Z $ $ $
Ancaster 2.071 22,460. - 225460.
Dundas 3.349 S65020s - 36,320.
Flamborough Leto 295672. - 29,0126
Glanbrook Lan 8h) Vos - 12,1355
Hamilton Bese o O25 on 4705640.” £5397,8935
Stoney Creek 2.196 DO yooU. = 56,350.
100.000 1,084,490. 470,340. 1,554,830. .
' ce ES EES eee TEE eee een aeeeereeenomeeene
NOTES:
ix City of Hamilton reduced fares and special passes:
. Senior Citizens-passes S400, 5) Ji
-reduced fares es ee ee
606,147.
Students - reduced fares 394 7532s
$940,679.
he Town of Stoney Creek subsidized senior citizens , the cost in 1973 was
$1,167. which was met out of the General Levy of the Area Municipality
without provincial subsidy.
gy Town of Dundas has started a scheme to subsidize senior citizens, the
cost in 1974 is estimated at $1,000. which is met out of the General
Levy of the Area Municipality without provincial subsidy.
4. Students on the Dundas-Hamilton Route have a reduced fare (10 tickets
for $2.70 instead of $3.85). These figures have not been considered
above.
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SCHEDULE I(b)
REGIONAL MUNICIPALITY OF HAMILTON-WENTWORTH
REGIONAL TRANSIT ASSUMPTION STUDY
APPORTIONMENT OF 1973 DEFICITS ON BESIS OF EQUALIZED ASSESSMENT
AND REVENUE MILES ASSUMING NET COSTS OF REDUCED FARES AND PASSES
TO SENIOR CITIZENS ARE ALLOCATED TO THE AREA MUNICIPALITY BENEFITTING
Regional Transit Net Cost of Sentor Total
Service Citizens Fares
3 § $ $
Ancaster 2207) 25,924. - Pd pe ae
Dundas 35.349 Ai oe le - eo o2 ie
Flamborough 25730 34,248. - 34,248.
Glanbrook 1.119 14,007. - 14,007.
Hamilton Bo.029 1,070,615. 303,074. 1,375,689.
Stoney Creek 52196 65,041. - 65,0415
100.000 Te 25.7505 303,074. 1,554,830.
NOTES:
i: City of Hamilton :
reduced fares poh IRS Jay 0 ae
passes 456,375.
606,147.
Less 50% subsidy 303,073.
$303,074.
ee Town of Stoney Creek subsidized senior citizens, the cost in 1973 was
$1,167. which was met out of the General Levy of the Area Municipality
without provincial subsidy.
3 Town of Dundas has started a scheme to subsidize senior citizens, the
cost in 1974 is estimated at $1,000. which is met out of the General
Levy of the Area Municipality without provincial subsidy.
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REGIONAL TRANSIT ASSUMPTION STUDY
TASK 6
Identify and examine the present and alternative
organizational and reporting structures within
the Region in order to effectively administer
the Transit Service when the Region assumes this
responsibility.
October 3/74
REGIONAL MUNICIPALITY OF HAMILTON-WENTWORTH
REGIONAL TRANSIT ASSUMPTION STUDY
ORGANIZATION OF THE PUBLIC TRANSPORTATION SYSTEM
IN THE RE A PALL. Ne ILTON-WENTWORTH
INTRODUCTION
The objective of this portion of the Regional Transit Assumption
Study is to identify and examine the present and alternative organi-~
zational and reporting structures within the Regional Municipality of
Hamilton-Wentworth as they relate to a Regional Public Transportation
System.
In 1960, the City of Hamilton by approval of By-law 8900
took action, subject to a Special Act of the Legislature of Ontario,
to purchase all the shares of the Hamilton Street Railway Company
including the ownership and control of the Canada Coach Lines Limited.
Under the provisions of The City of Hamilton Act 1940 the Hamilton
Street Railway Company and its wholly owned subsiduary, The Canada
Coach Lines Limited, were purchased by the City of Hamilton. In ad-
dition, a Commission was formed and all the phases of the Company and
Subsiduary Company were transferred to the Commission to operate,
maintain and extend the transportation system of the Company.
PRESENT ORGANIZATION
The Hamilton Transit Commission is responsible for the general
management, operation and control of the public transportation system
of the Company with the power, rights, duties and responsibilities
as provided for in the City of Hamilton Act 1960, 1960-61, 1960-61
(No. 2), 1966. Generally the powers, rights, duties and responsib-
ilities of the Commission are, as follows:
(1) The Commission consists of five (5) members, one of whom is
the Mayor of the City of Hamilton, or his Appointee
(2) The four members (other than the Mayor) hold office for
three (3) years
(3) One OF the members is appointed Chairman
(4) To enact by-laws for the the better government and control of
its affairs, operations and undertakings
(5) To borrow by way of temporary loans from any chartered banks
sums not exceeding $200,000. at anytime (but no power to
mortgage property)
(6) To requisition the Corporation from time to time for any
moneys necessary to carry out its powers and duties
(7) To consider all matters relating to local public transpor-
tation and to provide such facilities as it may consider neces-
sary for such purpose
(8) With the intent that the transportation system be self sus-
taining, establish a fare structure such ee revenues produced
are sufficient to provide for
a) operation and maintenance expenses
b) interest and principal on indebtedness
c) interest and principal on debentures
d) credit to reserve for stabilization of fares.
Since its inception, the Commission has confined itself to the
policy direction of the Companies under its purview and have dele-
gated the management and direction of the Companies to the General
Manager and his Staff.
The Management Staff consists of the following:
General Manager
Assistant General Manager
Secretary-Treasurer Comptroller
Manager, Operations
Manager, Maintenance
Manager, Research & Schedules, H.S.R.
Traffic Manager, C.C.L.
Niagara District Manager, C.C.L.
Manager, Purchasing & Stores
Manager, Safety Service & Safety Direction
Manager, Personnel & Public Relations
The Hamilton Transit Commission has no permanent employees.
The position of the Secretary of the Commission has been filled
on a part-time but continuing basis by the Assistant General Manager.
The number of employees, including the Executive Staff, totals 877.
GONG. iiss
THE ISSUE
As has been noted, the Hamilton Transit Commission was estab-
lished under the City of Hamilton Act 1960. The main issue before
us in this task is whether a change is required at this time from
a Commission control to what is termed direct control by Regional
Council of the Administration and Management of the Public Trans-
portation System. Questions may be asked which relate to organization,
such as:
1) What are the alternative administrative organizations for
Public Transportation to meet the needs of the residents
of the Region?-
2) Can a Commission better serve the Region than other alter-
natives because of its relative separation from Regional
Council ?
3) What is the most business like approach to organization,
to administer and manage the Public Transportation System.
The emerging view of the Province, of some municipal adminis-
trators and citizens of the community is that Public Transportation
is one form of transportation that is playing a more important role
in the development, redevelopment and planning of our urban areas.
In these general terms, Public Transportation in the urban area
is being viewed in the total community context with other hard
services like parking, sewers, and water with less emphasis being
placed on minimizing the deficit and more emphasis being placed
on improved levels of Public Transportation Service.
Policy, as it relates to Public Transportation Service, can be
controlled by two (2) basic alternatives. In one alternative, the
responsibilities for Public Transportation service policies is vested
in a Committee of Council
. and in the other, in a Board or Commission.
THE ALTERNATIVES (Policy)
In view of alternatives for the establishment of a Public
Transportation policy making ae we believe that there are three
(3) basic alternatives:
1. An Appointed Commission (leave as is)
2. A Committee of Regional Council
3. An Appointed Commission (administrative and systems support
from the Region)
Alternative l.
An Appointed Commission
In this alternative we retain a Commission under a Regional
operating by-law and the operation of the Company under its present
organization is maintained.
Members of the Commission can be appointed for a pre-determined
term, as desired, to maintain continuity. There is a general removal
of the local political pressures from the Commission. Pibite control
of the Public Transportation System is more indirect and is exercised
through the popular election of the Regional Council & in turn through their
selection of Commissioners. The approved enabling Regional legislation
has established that elected representatives may or may not be
eligible for membership. The composition and direct powers of the
Commission will be established in a Regional operating by-law.
It has been stated as a criticism, by some, that such an
organization as a Commission, because of its indirect relationship to
the public and because of the legal requirements imposed on its
operation, that it is unsympathetic to the Communities desired
social objectives. In addition, some advise, that the creation of a
Commission tends to perpetuate a separate or stratified approach
to Regional Transportation Strategies. Others question the desir-
ability of vesting control of the Regional owned transportation
system to a semi-autonomous appointed body which is not directly
responsible to the public.
Alternative 2.
A Committee of Regional Council
In this alternative, public control of the Public Transportation
System would be direct. The people would directly elect the poli-
ticians sitting on the Committee responsible for the Public Trans-
portation System. On this basis the existing responsibilities of
the Transit Assumption Co-ordinating Committee could be expanded
or a separate public transportation committee could be created.
In establishing this alternative, there would be a phasing
out of the Commission Structure, (the Companies may or may not be
wound up), and the creation of a Regional Council Committee and a
Public Transportation Operating Department reporting to the
Regional Co-ordinator. The creation of this organizational struc-
ture would allow the Region to control Public Transportation with-
in the Regional Administration with those other services and activi-
ties which have an impact on Community development, such as plan-
ning, roads, sewer and water services, etc. Thus the technical,
administrative and financial aspects of transit are not isolated
from the other responsibilities of local government and therefore
responsive to the overall desired goals and objectives of the
Region.
It is noted, however, that the critics of this alternative see
some disadvantages to this system of organization on the following
basis:
(1) transit management is vulnerable to day-to-day political
pressures
(2) elected representatives do not have sufficient knowledge
or time to devote to Public Transportation matters
(3) commercial nature of Public Transportation operations
does not lend itself to control by a Committee of
Regional Council.
cont'd seks.
Alternative 3
Commission with Administrative & System Support
from Regional Resources
This alternative is basically the same as Alternative 1. In
addition, however, the Regional Resources for financial, computer,
engineering, planning would be utilized by the administration and
management of the Public Transportation System. Job functions with
the present organization would not be affected but rather there
would be a gradual approach to using the various Regional staff
services and expertise in the future.
Management - Alternatives
Generally, the role of management is to implement the policies
established by the policy group, whether or not it is a Committee of
Regional Council, or a Commission. The day-to-day operation of the
system is the responsibility of management and it can only be
effective if the approved policies are defined. This manage-
ment function is usually delegated to officers appointed (i.e.,
General Manager, Director of Transit, etc.)
Management must be able to act responsibly to the Public
Transportation needs of all interest groups. This, of course, is
difficult and sometimes impossible where the interest groups, in the
case of the government could be the general public, legislative body,
interest groups (i.e. transit riders) and sub-interest groups with
conflicting objectives (i.e. wanting better service vs lower cost
service).
There are essentially two (2) basic alternatives in estab-
lishing the reporting relationship between the Management and the
policy body, and these are:
1. Direct Relationship
2. Indirect Relationship
The major issue is whether or not the other Senior Regional
Administrative Officers should be involved in the management of the
Public Transportation System; which has implications on the future use
and co-ordination of Region resources and services.
Management Alternatives
Direct Relationship
The direct relationship requires that the Management report
directly to the policy body, whether it be a Commission or a Committee
of Regional Council. |
Indirect Relationship
The indirect relationship requires that the Management report
to a person between the management body and the policy body. This
could mean that the General Manager or Director would report to an
executive responsible for transit, roads and traffic. This approach
would ensure that all transportation services are co-ordinated in one
Department.
CONE diese sees
ISSUES IN EVALUATING ORGANIZATION STRUCTURE
There are six (6) key issues in evaluating organization for
the public transportation system. The issues are:
1. Responsiveness to public need
2. Degree of Regional Council influence
3. Degree of Integration with other Service Policies
4. Degree of use of Regional Resources
5. Adherence to policies of Province of Ontario
6. Impacts on existing organization and staff.
This short list provides a framework within which we can
evaluate the organizational alternatives presented in the previous
sections.
DEFINITION AND IMPLICATIONS OF ISSUES
1. Responsiveness to Public Need
Ability of organization to recognize & respond to public needs
Public Transportation Service Costs will continue to increase
and become more and more of an issue in the future. Responsiveness
by the policy and managing bodies will become more and more important
as the public needs are raised.
The Organization must therefore be so designed to react to the
Regional public needs efficiently and effectively.
2. Degree of Regional Council Influence
Need for the overall co-ordination at the policy level of all
services provided, i.e., water, sewer, social services, roads, etc.
It is important that the policies and budget of the Public Trans-
portation System be reviewed and approved on a co-ordinated basis with the
other service policies and budgets for the Region at the Regional Council
level. The Regional Council must therefore have a real and participatory
input to these processes. In addition the Regional Council must provide
a useful link to the electors and the transit users in general.
3. Degree of Integration with Other Service Policies
Need to Integrate and Co-ordinate the planning, design and
construction of all services at the operating levels
Other Regional Services exist and it is imperative that there
be proper co-ordination and integration of the Public Transportation
Service with the goals and objectives, plans and programmes of other
Regional Departments and of the Region in general.
4. Degree of Use of Regional Resources
The use of existing Regional Services and staff by management
as opposed to continued development of self-contained staff
modules to provide service capability.
The Public Transportation Management must be aware of the
availability of service resources at the Regional administrative
level and aware of the relative cost/effectiveness of those resources.
- 12 -
The use of the resources and their cost/effectiveness should not
relate only to the cost to the public transportation system but rather
to the total cost to the taxpayers in the Region. The public transpor-
tation management may be able to develop some service requirement cheaply
but the overall cost might be minimized by the use of Regional Resources.
5. Adherence to Policies of Province of Ontario
The adherence or approach to the established policies of the
Province of Ontario with respect to special purpose bodies and
reorganization of local government structure.
The public transportation management must maintain a continuing
awareness of the relevant Province of Ontario policies with understand-
ing of existing legislation such as the Municipal Act, Public Trans-
portation Act, Highway Improvement Act, the Planning Act and the
Public Utilities Act.
6. Impacts on Existing Organization and Staff
The impacts on the existing Hamilton Street Railway Company
and Canada Coach Lines Ltd. staff.
The impacts on the existing management organization of the
Hamitton Street Railway Company and Canada Coach Lines Ltd. are a
prime issue or consideration. Depending on the organizational
alternative chosen, the impacts on the existing staff can be con-
sidered negative or positive.
In the past, one of the major reasons for a failure or
breakdown in organization and in staff morale, is when full re-
organization and integration was attempted at all levels at one
time. Good results have been obtained in business where re-
organization has been approached on the basis of a limited
approach to integration (i.e., only to Policy and Financial
functions).
EVALUATION OF ALTERNATIVE POLICY BODIES
(1) Responsiveness to Public Need
From an organizational point of view, we consider that the
Committee of Council Alternative provides the greatest opportunity
for recognition and response to the public needs. In our opinion,
the public is more likely to turn to the politician on Regional
Council when confronted with a concern about the Public Transpor-
tation Service.
The public needs and response to those needs would be slowed
down to a greater extent by the establishment of a Commission than
by the creation of a Council Committee.
(2) Degree of Regional Council Influence
The Regional Council influence on the Public Transportation
System and Service would be greatest with the creation of a Council
Committee and less with an appointed Commission. Obviously,
there would be more overall co-ordination with other service & budget
priorities with a Committee of Council and less with an appointed
Commission.
(3) Degree of Integration with Other Services
Integration with other Regional Services can best be achieved
with a Regional Council Committee. With a Commission, policy could
be developed separately and in isolation from the Regional Policies
in the other Service area.
If the Commission is accepted as the policy body, we believe it
is obvious that there is a need to develop an organizational require-
ment_or structure to provide for service integration for the planning,
programming, design, construction and operation of all Regional services.
(4) Degree of Use of Regional Resources
The existing public transportation management has resources
in personnel, finance, planning, operations & maintenance. Obviously
there could be conflicts between the policies of the Regional Administration
and those of the Public Transportation Management. An approach
to Sceaiine wad of these policies and use of existing Regional
resources would be more easily accomplished with a Committee of
Council and less with a Commission, exterior to the Regional Adminis-
tration.
The technical, administrative and financial aspects of Public
Transportation would then not be isolated from the administrative
responsibilities and authority of the Regional Administration, and
therefore more responsive to the needs of the community.
(5) Adherence to the Policies of Province of Ontario
The establishment of a Committee of Council to be responsible
for Public Transportation in the Region appears to be in line with the
approach of the Province of Ontario to reorganize local government and
to eliminate as many special purpose bodies as possible.
(6) Impacts on Existing Organization and Staff
There is a concern for the impact on the Hamilton Street
Railway Company and Canada Coach Lines Ltd. management and staff if
the Committee of Council alternative is approved.
The present management is made up of executives who are high
calibre career orientated individuals who have taken pride in the
development of the Hamilton Street Railway Company and Canada Coach
Lines Ltd. into one of the finest transit operations in Ontario.
They have maintained a good rapport with the Board of Control and
City Council, and the citizens of the City of Hamilton and have
been constantly reviewing and updating their operation through good
management techniques.
We are advised by some management consultants that the
task of recruiting high calibre transit managers and supervisors
capable of managing public transportation systems would be easier
under a Commission than a Committee of Council. Most Transit
Managers prefer to operate under a Commission Policy Organization
isolated from the political consideration.
RECOMMENDATIONS FOR THE FUTURE PUBLIC TRANSPORTATION
ORGANIZATION FOR THE REGIONAL MUNICIPALITY
QF HAMILTON-WENTWORTH
DIS SION
It is recommended that a Commission structure be retained.
The Regional Municipality will be responsible for the Public
Transportation System on January 1, 1975. Generally there is a very
real time constraint to study and to deal with the transfer of re-
sponsibility from the City to the Region. In addition, there would
be an impact on the existing staff of the operating companies,
if a Committee of Regional Council was approved.
It is recommended that the Regional Council review the policy
structure of the Public Transportation System in three (3) years.
Generally, as is described in the body of this report, there are
specific advantages in the future to establishing a Committee of Council
as opposed to a Commission. Accordingly we believe that the Region
should plan on reviewing the policy structure of the Public Trans~-
portation System in the future.
It is recommended that the Management of the Public Transportation
System and the Regional Planning and Engineering Departments maintain
a_co-ordinated administrative approach to transportation planning,
programming and budgeting through the Regional Co-ordinator.
Generally, Regional Transportation, planning, programming &
budgeting is inter-related with Public Transportation consider-
ations. Clearly co-ordination and decision making to include roads,
parking, traffic and transit considerations suggests the need for
co-ordination between the Public Transportation Management and
Regional Administrative level (i.e., Regional Co-ordinator).
It is recommended that the Commission be restructured to provide
good communications with Regional Council, the Regional Adminis~-
tration and to respond to the needs of the public.
On this basis, the Commission should be restructured to include
the following five (5) members:
Three (3) Regional Councillors (Appointed by Regional Council)
Two (2) Citizens (Appointed by Regional Council)
(See Figure 1 in Appendix)
In addition the Chairman of the Hamilton-Wentworth Region
is recommended to sit ex-officio on the Commission to provide con-
tinuity to the Commission and provide a link with the other
Regional Departments and the Toronto Area Transit Operating
Authority.
The citizen representatives should be users of the system and
should be appointed by the Council from nominations by citizen groups
or individuals, and serve on the Commission for a maximum of two (2)
consecutive, alternating two (2) year terms. This will ensure an
effective period of contribution and also allow for other interested
citizens to serve. It would be preferred if one of the citizen
representatives is a business man with a broad experience or back-
ground to bring a comprehensive business experience to the Commission.
In addition it is recommended that the General Manager of the
Hamilton Street Railway Company and the Regional Co-ordinator at-
e eeti e i LO
The General Manager will provide the link between the Commis-
sion and the operating staff of the Hamilton Street Railway. The
Regional Co-ordinator will provide the link with the Regional admin-
istration and consistency of approach to the goals, objectives,
policies and programmes of the Region.
Benefits are obviously derived in bringing together the H.S.R.
and Regional Administration in the area of planning, programming and
budget review. This can best be accomplished under the Commission
Policy Structure by the Regional Co-ordinator.
It is recommended that the position of the Secretary of the Com-
mission be filled on a permanent basis from either existing H.S,R,
or Regional Staff.
It is recommended that the Hamilton Street Railway Company through
its Genera] Manager seek the co-operation of the Regional administration
to provide, where required, support functions which are available from
Regional resources and staff. These support functions could include:
Financing strategies,
1. Finance Department - complete services for payroll,
general ledger, information systems
for management.
2. Planning Department - planning study services uding
available expertise.
3. Engineering Department- planning, design, construction & operational
services using available expertise
and ‘manpower.
The Regional Council, in its relationship to the Hamilton-Wentworth
Transit Commission should be required to:
1. set broad transportation goals for the Region;
2. approve public transportation budget;
3. review and approve major policy decisions presented
by the Commission.
In turn, the Hamilton-Wentworth Transit Commission should be
required to:
1. establish and review short and long term objectives based
on the broad goals of the Region and of the Province of
Dntario;
2. establish and review budgets and programmes to meet these
short and long term objectives;
3. review management reports, budgets and other reports sub-
mitted by the General Manager;
4. request reports and plans for major public transportation
developments;
5. review with the General Manager such matters as public
transportation policy, public relations, organization,
staff employment, training and compensation, relationships
to Region and Province of Ontario.
The General Manager and staff should continue to be responsible
to the Commission for the administration and management of the present
Public Transportation System of the Hamilton Street Railway Company
and Canada Coach Lines Limited.
R.E.C 0 MM END AT N_S
MARY
The policy body for the Regional Public Transportation System should
remain a Commission structure at this time.
The Regional Council should review the Commission Structure in
three (3) years.
The Commission should be named the Hamilton-Wentworth Transit
Commission.
The Commission should have a membership of persons with political
and non-political background and should be made up of the follow-
ing members:
Three (3) Regional Councillors (appointed by Regional Council);
Two (2) Citizens ( ae " ey
In addition, the Chairman of the Hamilton-Wentworth Region is re-
commended to sit ex-officio on the Commission.
It is also recommended that the General Manager of the Hamilton
Street Railway Company and the Regional Co-ordinator attend all meet-
ings of the Commission.
Ds
The position of Secretary of the Commission should be filled on
a permanent basis.
It is recommended that the Management of the Public ie anepeneetion
System and the Regional Planning and Engineering Departments
maintain a co-ordinated administrative approach to transportation
planning, programming and budgeting through the Regional
Co-ordinator.
ooereeeee
10.
ty
12.
13.
The role of the Hamilton-Wentworth Transit Commission as a policy
making body responsible for Public Transportation Service should
be clearly defined in a Regional Operating By-Law.
The role of the Commission and its objectives should be developed,
documented and approved by the Regional Council.
The General Manager should continue to be responsible to administer
and manage the Public Transportation Systems. The duties and
responsibilities of the General Manager and staff of the Company
and pee relationship to the Commission and Regional Council
should be clearly defined and approved by the Commission and
Regional Council.
The Commission should have regular meetings on a monthly basis,
and these meetings should be open to the public.
The Regional Councillors should not receive any compensation for
an Appointment to the Commission. The citizen members of the
Commission should be reimbursed for their time spent at Commis-
sion meetings and for expenses incurred on Commission business.
The rate of compensation should be established by Regional
Council.
The General Manager should seek the co-operation of the Regional
Administration to provide, where required, support functions
which are available from Regional resources and staff.
The Transportation Goals of the Region, to include Public Trans-
Deerartan, should be clearly defined, documented and approved
by Regional Council in the future.
Figure I - Recommended Structure of the Hamilton-Wentworth
Transit Commission
Council
Regional Municipality of Hamilton-Wentworth
Hamilton-Wentworth Transit Commission
Regional Chairman (ex officio)
Three (3) Regional Councillors
Two (2) Citizens
General
Manager
Regional
Corordinator
Regional Resources
Finance
Staff
Planning
Engineering
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